Training & Development For the Multi-Generational Workforce

2. Training & Development For the Multi-Generational Workforce Breakout Session #311 Name- Ratiera L. Harrison, MBA Date- July 19, 2010 Time- 4:00pm-5:15pm 1

3. Agenda • Overview • Workforce Composition • Strategic Training Program • Input • Formulation • Instruction/Methodology • Managerial Level Practicum

4. Workforce Composition Veteran Generation b. 1900-1926 Population Size ~10 Million Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Population Size 25-30 Million Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Averse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Population Size 75-80 Million Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Population Size 40-50 Million Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1981-2000 Population Size 60-70 Million Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas “New Era” Workplace Composition Note: Characteristics/stereotypes listed are perceptions and over-generalizations; not all members of any particular generation fit within these categories

5. The Strategic Training Program Internal Instructors External Instructors Case Method Labs Industry  Improved Employee Knowledge and Development Rotations & Apprenticeshipss Strategic Training/Development Programs Management  Workshops Succession Cultivation Employees  Best Practices Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY RESULT A well-formed training program takes workforce demographics/profiles into account

6. Strategic Program: Input Inclusive Assessment Model Employee Marketplace / Industry Optional Managerial IDEAL Needs Wants Input: A well-formed training program incorporates multiple inputs into the strategic plan’s content

7. Strategic Program: Formulation Industry  Strategic Training/Development Programs Management  Succession Cultivation Employees  Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Standardized Basic Training INPUT  FORMULATION Formulation: A tiered structure permits skills-building and development on an organized schedule

8. Strategic Program: Formulation Industry  Standardized Basic Training Strategic Training/Development Programs Processes & Procedures Cradle to Grave Knowledge Management  Succession Cultivation Employees  Basic Software Skill Sets Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Provide General Knowledge Base Standardized Basic Training INPUT  FORMULATION

9. Strategic Program: Formulation Industry  Skills Development By Job Function Strategic Training/Development Programs Industry-Specific Software Internal Cross Training Management  Succession Cultivation Employees  Personal Job Duties Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Increase Functional Competency Standardized Basic Training INPUT  FORMULATION

10. Strategic Program: Formulation Industry  Level-Appropriate Instruction Strategic Training/Development Programs Basic Mgmt Skills Coaching Management  Succession Cultivation Employees  External Cross Training “Train the Trainer” Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Provide Exposure to the Corp Community Standardized Basic Training INPUT  FORMULATION

11. Strategic Program: Formulation Industry  Education For Specialized Tasks Strategic Training/Development Programs Develop Efficiency Frameworks Develop Employees & Mentoring Management  Succession Cultivation Employees  Regulations Special Projects & Initiatives Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Create Subject Matter Experts Standardized Basic Training INPUT  FORMULATION

12. Strategic Program: Formulation Industry  Succession Cultivation Strategic Training/Development Programs Advanced Mgmt Skills Managerial Apprentice Training Management  Succession Cultivation Employees  Replacement Training Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Enable Strategic Transition of Responsibility Standardized Basic Training INPUT  FORMULATION

13. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Management  Workshops Succession Cultivation Employees  Best Practices Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY Methodology: Some instruction styles may be more beneficial to a particular generation

14. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Case Method Labs Management  Workshops Develop Learning Scenarios Succession Cultivation Employees  Best Practices Generations Perspective Generation X: Where relocation is undesirable for rotation assignments Mgmt Perspective Boomers: Employees you cannot spare for long periods of time Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology

15. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Rotations & Apprenticeships Management  Workshops Gain Long-Term Hands-On Experience Succession Cultivation Employees  Best Practices Generations Perspective Generation Y: Experience, experience, experience Mgmt Perspective Generation X: Employees being groomed for mgmt Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology

16. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Workshops Management  Workshops Gain Short-Term Hands-On Experience Succession Cultivation Employees  Best Practices Generations Perspective Generation Y: Short-term experience, experience, experience Mgmt Perspective Generation X: Leaders needing exposure to a different dept or function Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology

17. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Best Practices Management  Workshops Learn From Peers’ Inter/Intra-Company Successes Succession Cultivation Employees  Best Practices Education For Specialized Tasks Generations Perspective Boomers: Respond well to non-authoritative structure Mgmt Perspective Veterans: Retain hierarchal authority while actively learning Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology

18. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Lectures Management  Workshops Utilize Traditional Learning Formats Succession Cultivation Employees  Best Practices Generations Perspective Traditionalists: Respond well to the authoritative structure Mgmt Perspective Traditionalists: Same as above Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology

19. Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry  Rotations & Apprenticeshipss Strategic Training/Development Programs Video & Online Learning Management  Workshops Standardize Training Succession Cultivation Employees  Best Practices Generations Perspective Generation Y: Extremely tech-savvy Mgmt Perspective Veterans: May need to become extremely tech-savvy Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology

20. The Strategic Training Program Internal Instructors External Instructors Case Method Labs Industry  Improved Employee Knowledge and Development Rotations & Apprenticeshipss Strategic Training/Development Programs Management  Workshops Succession Cultivation Employees  Best Practices Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT  FORMULATION  INSTRUCTION/METHODOLOGY  RESULT *Generational profile listed is the one most closely aligned with the stated methodology

21. Questions?

22. Practicum

23. Scenario 1: The Veteran Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas

24. Scenario 2: The Traditionalist Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas

25. Scenario 3: The Baby Boomer Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas

26. Scenario 4: The Gen X-er Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas

27. Scenario 5: The Gen Y-er Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas

28. JIC

29. Labor Participation Percentage By Generation More Authority Less Authority

30. Step Pyramid (Bird’s-Eye View) Define Workforce Composition Structuralize Plan Develop Content Execute Plan

31. Generational Amelioration Model Goal-Set Communicate Identify Change Commit

32. Strategic Analysis and Execution • SITUATIONAL • 5 C’s • SWOT • IMPLEMENTATION • Input Plan Involve Structure Review • EXECUTION • Problem-solve • Monitor • PROCEDURAL • Task • POST-MORTEM • Best Practices • Lessons Learned

33. Situational Analysis (The 5 C’s) COMPANY Product Line Image in the Market Technology/Experience Culture Goals COLLABORATORS Distributors Suppliers Alliances CUSTOMERS Market Benefits Sources Purchase Trends COMPETITORS Actual or Potential Direct or Indirect Products Positioning Market Shares Strength CLIMATE Political/Regulatory Environment Economic Environment Social/Cultural Environment Technological Environment

34. SWOT Analysis Strengths Weaknesses Opportunities Threats

35. INPUT Analysis I – Involvement N – Navigation P – Public Relations U – Utilization T – Testing

36. Formulation Standardized Basic Training Skills Development By Job Function Level-Appropriate Instruction Education For Specialized Tasks Succession Cultivation Processes & Procedures Cradle to Grave Knowledge Industry-Specific Software Internal Cross Training Basic Mgmt Skills Coaching Develop Efficiency Frameworks Develop Employees & Mentoring Advanced Mgmt Skills Managerial Apprentice Training Basic Software Skill Sets Personal Job Duties External Cross Training “Train the Trainer” Regulations Special Projects & Initiatives Replacement Training Provide General Knowledge Base Increase Functional Competency Provide Exposure to the Corp Community Create Subject Matter Experts Enable Strategic Transition of Responsibility

37. Instruction/Methodology Case Method Labs Rotations & Apprenticeships Workshops Best Practices Lectures Video & Online Learning Develop Learning Scenarios Gain Long-Term Hands-On Experience Gain Short-Term Hands-On Experience Learn From Others’ Successes Utilize Traditional Learning Formats Standardize Training Boomers Generation X Generation X Generation Y Generation X Generation Y Boomers Veterans Traditionalists Generation Y Veterans